A Golden Age for Historic Properties

The existing business The following article was written to spur fresh thinking at a model for history gathering of leaders in the fields of preservation, philanthropy, organizations and historic site management, held this past April at Kykuit, a earned income through property of the National Trust for Historic Preservation. The admissions and gift shop sales is most three-day meeting on the Sustainability of Historic Sites in effective for sites that the 21st Century was sponsored jointly by the Trust, AASLH, are truly distinctive or that offer a unique the American Association of Museums, and the American experience not easily Architectural Foundation with the generous support of the found elsewhere, such as the St. Augustine

Rockefeller Brother’s Fund. St. Johns County and Visitors Convention Bureau The purpose of the gathering at Kykuit was to initiate serious Lighthouse. examination and discussion within the historic site community about a number of long held professional standards, practices, and assumptions, and how they might be related to declining attendance patterns at most of these sites. In the article that follows, John Durel and Anita Nowery Durel propose a new business model for historic properties based on national trends: the expectations of boomers as they enter the next phase in their lives; the emergence of social networking and Web 2.0; the search for meaningful experiences in modern life; and the growing fundraising success of churches, universities, and hospitals. Taken together, the authors report that these trends suggest a new way to think about the long term value of museums, historic properties, and similar organizations. —James M. Vaughan, Vice President, Stewardship of Historic Sites, National Trust for Historic Preservation

By John Durel and Anita Nowery Durel • Stop thinking of “interpretation” and start thinking of “facilitation.” Historic properties are on the verge • Stop focusing only on the intellectual and social content of of a golden age. Over the next two de- the experience, and start including spiritual content. cades Americans will turn to historic Cultural Tourism: houses and sites as a source of learning, an Outdated Business Model enjoyment, and fulfillment.Increasingly, In its simplest form, a business model is a way to describe how an enterprise builds its capacity in response to a perceived people will choose to spend time in places that con- need or desire on the part of some portion of the public. The nect them to their past, to nature, and to beauty. model is successful if enough people pay enough money for They will provide financial support to help sustain the enterprise’s products or services to enable it to produce the properties, so that succeeding generations will those products and services in a financially sustainable way. Over the past three decades, the dominant business model benefit from these places that they value so much. for historic properties has been cultural tourism, in which This future will occur only for the organizations that the organization provided a history experience for a visit- abandon the thinking of the 1980s. Specifically, the leaders ing public in exchange for admission fees and museum shop of historic properties that enter the golden age will: sales. The model became dominant at a time when nonprof- • Stop thinking of “visitors” and start thinking of “members.” its were expected to be run like businesses with customers • Stop thinking of “them” and start thinking of “us.” paying for services received. The diagram on page eight

h i s t ory n e ws new approaches, learn from mistakes, recover quickly, and External Factors Internal Capacity build on successes. With smart people, strategic thinking, • Large boomer population Historic sites offered: and discipline, an organization should be able to make the of families with children • Living history transition successfully.2 • Popularity of history, • A new social history To make the leap, we must challenge long-held assump- spurred by the stories of ordinary people Bicentennial tions about historic sites and start to see them in new ways. • Historical interpretation • Leisure time used for We must also look beyond our own industry to others in family vacations • Interdisciplinary research: both the nonprofit and for-profit sectors. The following sec- archaeology, oral history 3 • Motor coach tours tions offer thoughts on possible dimensions of a new model. for senior • Museum education: citizens Boomers with Time and Money Revenue hands-on • In schools, activities for We have a friend who has just retired from a career as a a desire for • Admission fees children clinical psychologist. He has done well. He has a nice house educational • Program fees and a nice car, he travels, and his children are grown. In enrichment through field • Gift shop sales retirement he plans to play jazz. Over the years he has been trips an audiophile, acquiring instruments and equipment, and playing music with friends. Now he will have a studio in his house and play regular gigs with friends at several clubs in depicts this model. town. He will spend lots of money and time on this pursuit. This model worked reasonably well for some organiza- It will give him great satisfaction. tions. To a degree, it continues to be effective for a handful Another retired friend has just purchased a five-acre farm of sites that are unique or offer an experience that cannot be in the country. She keeps small livestock and grows organic easily found elsewhere such as the St. Augustine Lighthouse vegetables. She has started a membership program, much like because many tourists want to climb to the top. However, a co-op, where people who live in nearby towns and suburban most historic sites have always depended upon other sources communities pay a fee for the opportunity to help on the farm of revenue to balance the books—special fundraising events, and receive a portion of the produce. She organizes special foundation grants, government support, and endowments. days where members gather to work, cook, and eat together. Most have created a patchwork of operating revenue sources The husband of one of our cousins, a retired manager from resulting in staff who often spend time on revenue-generat- Shell Oil Company, has had a life-long interest in World War ing activities only marginally connected to the mission. II, stemming from stories he heard from his father. Now his Colonial Williamsburg has been the granddaddy of the time is his own. He spends his days at the library, research- cultural tourism model. Remember those 1-800-HISTORY ing particular army units or military engage- commercials with the happy families walking along Duke of ments, and presents what he learns to a Gloucester Street? These days, Williamsburg hosts fewer families than two decades ago. Recently the New York Retiring baby boomers will have Times reported that visitation to Colonial Williamsburg time and money to spend, provid- “dropped to 710,000 last year from 1.1 million in 1985, ing a great opportunity for history despite two decades of investing millions of dollars to organizations. One boomer retiree try to make the museum relevant to a younger, more with a life-long interest in World diverse group of tourists.” This decline in tourism is War II, spends his days research- ing at the library and pres- widespread, with many other historic sites and national ; parks reporting comparable figures.1 ents what he learns to a roundtable. He is What has changed? American families are still tak- a member of several museums with World War II collections. He is active in preserving vacations, but the competition is stiff. Cultural sites ing World War II oral histories. To him, it is istock Pamela Moore Pamela istock

must compete with Disney World, Las Vegas, Europe, Askham Simon istock both his passion and responsibility. Left: Left: and other vacation destinations. Additionally, the lack of Right: transportation funding for school fieldtrips has become a widespread and chronic issue. And senior citizens now ap- roundtable of others who share his interests. He travels and pear to be taking their bus trips mainly to casinos. is a member of several museums that have World War II col- Whatever the reasons, the old model is no longer viable. lections. Through oral histories, he is preserving the stories Efforts to make it work with new programs or better market- of veterans in his community. He sees this as both his passion ing will fail. The growth experienced in the 1970s and 1980s and his responsibility. has tapered off and begun to decline. Unless something We know of others who are looking forward to retirement, changes dramatically, the decline will continue and we will see or at least partial retirement. They will pursue interests more properties being sold or shut down. that they have had for many years: birding, cooking, hiking, The question to ask is, what is the new business model to travel, sailing, writing, music, collecting, gardening, quilting, replace cultural tourism? To move to a new growth curve re- repairing motors, antiques, genealogy, history, you name it. quires taking risks. We have entered a period of uncertainty Since many leaders of historic properties are boomers them- as we try to figure out what will work next. It is a time to try selves, we are sure they have their own ideas of what they will

S UMM e r 2 0 0 7 Left: istock Steve Geer; Right: Orange County Regional History Center History Regional County Orange Right: Geer; Steve istock Left: Universities and Churches

An advantage of a model organized around members and affinity groups is that people do in retirement. (One of John’s develop a sense of belonging and ownership. The largest amount of giving, thirty-six percent, pursuits will be astronomy. Anita goes to churches and religious institutions, whose affiliation is one of the more meaningful will be gardening. We’ll be bird- relationships in a person s life. Educational institutions receive the second largest percentage, ing together.) thirteen percent, and have typically divided alumni into classes, recognizing that a graduate s attachment is to his or her fellow classmates. As boomers enter retirement, with time and money to spend, historic properties have a remarkable opportunity. A site can mary audience for historic properties in a new business model. become both the venue and the organization through which In The Tipping Point, Malcolm Gladwell observes that like-minded individuals pursue their common interests. people tend to belong to several groups. Most have a sympa- Many retirement activities will involve nature and being out- thy group, ten to fifteen people for whom they care deeply. doors. Many historic properties have land, gardens, and trails Larger groups vary in size and intensity. One hundred and to serve these purposes. Many retirees will want to deepen fifty appears to be the maximum group size within which their knowledge or perfect a skill. Many sites have collec- individuals can have genuine relationships where everyone tions, libraries, work spaces, equipment and expertise to en- knows everyone else well enough to feel connected.5 able them to do so. An historical organization could structure its membership program so that it has several special interest groups Small Affinity Groups within the general membership. Each affinity group would be One of the striking aspects of stories about retirement relatively small to allow for the development of strong rela- is that many activities are done in groups. The need to as- tionships. There could be a gardener’s guild, a history study sociate with others who share an interest is basic to human group, a collector’s club, and so forth. Groups need not be nature. When people no longer have a workplace to go to limited to the obvious topics. There could also be a cooking everyday, they seek camaraderie elsewhere. For years, many group, a music group, an astronomy group, a travel group, a McDonald’s restaurants have tapped into this need with hiking group—whatever any group of individuals might want breakfast clubs, where seniors meet each morning to have cof- that makes legitimate use of the organization’s resources. Each fee and kibbitz. For some, the social affiliation becomes a sig- affinity group would plan and implement its own programs nificant part of their lives, as is indicated by these obituaries: and activities for its own members as well as others. Through dues, the group would support the whole organization. From the Charlestown Daily Mail, in West Virginia: Historic properties already have experience with retirees “He was a member of the Judson Baptist Church and McDonald’s Breakfast Club and was an Army veteran of who serve as volunteers helping to weed gardens, give tours, World War II.” or care for collections. They are seen as extra help for the staff, whose primary concern is to serve the public. In the fu- From the Augusta Chronicle, in Georgia: “She was ture, the retirees may be both staff and the primary audience. a homemaker and had retired from Seminole Mill…. Honorary pallbearers will be members of the McDonald’s The Looming Staff Crisis Breakfast Club of Clearwater.”4 The sheer number of retiring boomers causes another is- As boomers enter retirement, there is likely to be a surge sue, as the New York Times recently reported in an article on in small affinity groups. Most won’t be going to McDonald’s. the growing number of vacancies in city manager positions They will join existing groups or form new ones centered on around the country. Government officials see a shrinking their interests. They will not wait for someone else to orga- pool of qualified candidates to fill these jobs. TheTimes nize their activities. Groups will plan their own programs, article states, “with the bulging post war generation nearing trips, events, and gatherings. Historical organizations can po- its retirement years, statisticians forecast a growing gap of tentially provide venues, resources, and overarching structures unfilled executive and managerial jobs.” 6 for these groups. Small affinity groups could become the pri- This talent shortage will impact every industry, including

h i s t ory n e ws museums and historic properties. Over the next ten years them what they can or cannot do.8 it will be increasingly difficult to replace retiring executive Systems that distribute both the work and the authority to directors, curators, and senior managers. Eventually, the way make decisions function effectively only if everyone shares we staff historic properties will change. certain values and if there are mechanisms for self-policing. Signs of this coming change have been evident for several This could be a model for historic properties if all affinity years. In many fields of endeavor there are “free agents” who groups and individuals share a strong preservation ethic and work under contract with companies rather than as employ- if there are ways to resolve differences of opinion. ees. They run the gamut from computer technicians to nurs- es. Nearly twenty-five percent of Americans now work with Lessons from Philanthropy a degree of flexibility in choosing when and where to work. A distinct disadvantage of the cultural tourism model has In museums we have seen the rise of the independent been that it seeks to attract a large number of visitors who professional, fueled by boomers who no likely will visit the site only once. Limited to this experience, longer want to work inside these visitors are unlikely to form a strong attachment to an organization, and by a the organization. Members, younger generation that on the other hand, have enjoys autonomy. In the At historic sites in the multiple experiences—vis- future we are likely to future, staff may serve its to the site, receipt of see more outsourcing of more as coordinators assist- newsletters, attendance museum functions (e.g. an ing affinity groups. Staff supplies expertise at special events, etc. The independent curator who and resources and group members com- more active the member, works for several muse- the stronger the attachment ums) and increasing use of plete the work. The Internet offers a model and the greater likelihood

the Hollywood model of of this at work, as sites such as eBay Foundation Wikimedia and Corporation eBay he or she will renew and bringing talented individu- and Wikipedia provide a structure become a donor. In the als together for a specific and a system for its members to long run, an investment project, rather than having do the work, buying and selling in membership will have them on the staff all the (eBay) and drafting, editing, and a far greater payoff than time. As these structural a comparable investment changes occur, the size of posting articles (Wikipedia). in cultural tourism. the staff at history muse- Again, the private sec- ums and historic sites will tor offers a model. Some shrink. Remaining staff will become coordinators rather successful businesses, called small giants, have resisted the than doers, managing the work of others and ensuring that temptation to grow excessively large. They have the op- talent and expertise are in place when and where needed.7 tion to open branches or expand into other communities, At an historic site in the future paid staff may function as and thereby have more customers. However, they choose to resource coordinators, helping affinity groups do the work. remain small, foregoing growth in favor of intimacy. They Someone will work with the history study group and the are committed to their local communities and their local exhibits group to produce exhibits. Someone will work with customers. They prefer loyal customers whom they see of- the gardeners and the nature club to care for the grounds. ten, rather than many more customers whom they see infre- Someone will work with the drama society and musicians quently. As historic sites have pursued growth, it is often at to create performances for the community. The staff will the expense of this intimacy. We have gone after large num- supply expertise and resources; the group members will do bers of visitors, whom we see only once, rather than focusing much of the work. on a smaller number of members whom we see regularly.9 EBay offers a possible model for this kind of organiza- A distinct advantage of a business model organized around tion. The Internet-based marketplace does not actually buy members and affinity groups is that people who are active and sell anything. Rather, it provides a structure and system in an organization over a period of time develop a sense of so that anyone can buy and sell. In this sense, an historical belonging and ownership. When they participate in small organization would not have to plan or implement activities group activities they become friends with other participants for its members. It simply would provide a structure and and then their commitment is not only to the organization system so that members could do things for themselves. but also to their friends. In time they are eager to give their There are other organizational structures that have no support when asked because they know that the organiza- centralized control. Wikipedia, where anyone can post ar- tion’s success will benefit people they care about. ticles on any topic, is self-policing. The participants take This is the heart of fundraising. People give to people. their role very seriously and strive to make articles objective, They give to organizations that mean something to them accurate, and easy to understand. Craigslist has no central and where they have close relationships. The vast majority control; the people who use it post the entries and police of giving in the U.S.—more than eighty-three percent each themselves by flagging inappropriate or incorrect informa- year—comes from individuals. Corporations and foundation. These are called open systems because they allow any- tions contribute less than seventeen percent of the total.10 one to interact with anyone else, without a third party telling Of total giving, the largest percentage (thirty-six percent

10 S UMM e r 2 0 0 7 in 2003) goes to churches and religious institutions. This is not surprising since affiliation with one’s church is probably the most meaningful relationship someone has to an Hall Drayton organization. The attachment is not just to the institution, but also to the people. Megachurches have emerged over the past three decades, even as many traditional churches have experienced decline in membership. These new churches can accommodate thousands of worshippers at Sunday services. However, during the week, activity takes place in much smaller groups. There are numerous programs, clubs, and ministries that are organized and maintained by the members themselves, with the support of staff. These groups are not limited to religious activities. Some focus on exercise, losing weight, getting out of debt, and investing. These churches are characterized by high levels of commitment, participation, and financial giving. Educational institutions receive the second largest Drayton Hall percentage of giving (thirteen percent). Universities have long divided the total alumni into classes, recognizing that Sometimes, in special moments, historic places can touch one s soul. a graduate’s attachment is to fellow classmates more than In 2005, Drayton Hall received an unexpected donation with a letter to the undifferentiated institution. Alumni are also orga- explaining that the donor had attended an evening event on the prop- nized geographically to encourage graduates to social- erty and fondly recalled seeing the moon shining on the Ashley River. ize with one another in their home communities. Other groupings include members of a sports team or a student club. Through reunions and social events, the university both parties. From a bond of caring and commitment, major seeks to sustain individual personal connections, thereby financial gifts are born. And like all relationships, if there is sustaining support for the institution. no personal investment to keep the donors in your circle of Hospitals also receive significant philanthropic support. friends, other causes will appear and their priorities may shift. In major research hospitals, fundraising is organized around The lesson for historic properties is clear. Several hundred a particular disease or doctor. Grateful patients are moved loyal members who are active in small groups in your orga- to fund research and care for those afflicted with the same nization are far more likely to make financial contributions disease they have suffered. Major gift officers work with doc- than the thousands of visitors you might otherwise try to tors and patients to nurture relationships and build support. attract. If you want to build a strong financial base for the Another growing trend in philanthropy is the formation of future, membership is the best way to go. The job of the ex- giving circles, made up of individuals who share a particular ecutive director and the development director is to cultivate interest, such as women’s issues, the environment, or arts these individuals and turn them into donors, just as major and culture. Giving circles permit people of ordinary means gift officers do at hospitals and universities.11 to have a greater charitable impact by combining money and making grants collectively. For example, twenty members in The Spiritual Dimension a circle might each contribute $500. Then they would solicit of Historic Properties and review proposals, conduct site visits, and make deci- In 2005, Drayton Hall received an unexpected donation, sions on where to give. A single grant of $10,000 could make with a letter explaining that the donor had attended an eve- a genuine difference in an organization, and that, in turn, ning event on the property and fondly recalled seeing the would get the members excited and committed to the next moon shining on the Ashley River. Sometimes, in special round. In communities around the country giving circles moments, historic places can touch one’s soul. have grown and now include hundreds of average-income Immediately following the attacks of 9/11, many historic citizens as donors. properties experienced a brief surge in attendance. As the In the old business model, historic sites have no group country shut down and people tried to make sense of what equivalent to alumni, grateful patients, or giving circles. was happening, many found a sense of peace and well-being Development has been largely a matter of writing grant in places of beauty and history. These visits were a respite proposals and organizing fundraising events. Little attention from the uncertainty and harsh reality of unfolding events. has been given to cultivating major individual donors, except They provided time to reflect on things of deep meaning— during capital campaigns. the good in humanity, despite the evil; the good in our At the most successful fundraising institutions—churches, country, despite its enemies; and the good in our families, schools and hospitals—the cultivation of donors, individu- despite the danger. These experiences were spiritual, not ally and in small groups, is the primary development activity. intellectual. The quest was not to learn about the place, but Development is the art of making friends and forging valued simply to be there. relationships. Major gifts are thoughtful gifts. They hap- Not everyone turned to historic sites at that time, and pen when a relationship is deep, trustful, and treasured by admittedly the time was unusual. In the course of our daily

h i s t ory n e ws 11 lives, most of us do not experience historic sites as places of a place to pursue interests and friendships, they can make it spiritual or emotional import. However, the 9/11 phenom- possible for someone to make a lasting difference. Becoming enon gives us a clue to the role sites can play in the future. involved and attached to a site can make one’s last decades Often in extreme situations people reveal something true of life especially rewarding, fulfilling a basic human need to about themselves. Historical organizations have unique honor one’s ancestors and to leave something of enduring qualities that tap into this truth, even in ordinary times. value for those who follow. Historic sites are physical places with strong spiritual Individual bequests accounted for nine percent of all qualities. When the authors ask people about their best mu- money donated in 2003. Opportunities to receive a bequest seum experiences, they often describe a time alone, or with will increase as the boomer generation ages. In fundraising a small group, when they were able to really be in the place, parlance, a bequest is a person’s ultimate gift. This is the way to sense its beauty and history, and to feel the presence of individuals can make a final contribution to the well-being the past. One museum director told us of being the last of those they love and the success of institutions they value. person in the Sistine Chapel, and with the permission of the If toward the end of life an individual is closely attached to guard, lying on the floor looking upward. Who would not be your historic site, and has made good friends there, and if moved by such an experience? you have an active planned giving program, then there is a Americans have begun to take spirituality seriously. Mov- strong probability that your institution will be remembered ing beyond the materialism that has dominated American life in his or her will. for the past half century, more and more people are looking Benefactors look to support organizations that share their for meaning and purpose in their lives. This quest for mean- values. They wish to use their wealth to underscore what is ing offers an opportunity for historical organizations. The meaningful to them. Through planned giving, they desire to spiritual qualities of historic sites can serve as sources of in- make a lasting difference. For historic properties, this is the sight and inspiration for people who seek an experience that great opportunity of the years ahead. transcends the mundane. 12 A New Business Model: Touchstone Between Affinity Groups Heritage and Legacy The following diagram combines many of the foregoing For many boomers, entering this next stage in life will be observations into a new business model for historic proper- like a mini-9/11 wakeup call. It will be a time to reflect on ties. In this new model, affinity groups replace tourists as what is most important, now that the obligations of career the primary audience, internal capacity shifts from historical and raising a family are past. With only twenty or so produc- interpretation to support and facilitation for group activi- tive years remaining, what will one one do with the rest of ties, and revenue comes from individual giving rather than one’s life? admission fees and sales. It will be a time for many to look both to the past and the This new model will require a fundamental redesign of future. Some people will have heightened interests in their our organizations: roots and finally take that trip to the places where ancestors once lived. Many will look ahead and wonder what legacy External Factors Internal Capacity they will leave. They will think of their children and grand- • Boomers with time and • Membership organized children and the world they will inhabit. They will reflect on money to spend into affinity groups their values, the beliefs and principles that are most important • The desire to pursue • Resources to support to them, and hope that their descendents will inherit them. interests that have been group activites Historic properties are the touchstone between the past put off • Staff skilled in coordina- and the future, between heritage and legacy. This is evident • A natural desire to be with tion, facilitation, and small in many typical mission statements: “We preserve the past for like-minded people group dynamics the benefit of future generations.” We work hard to keep the • A desire to find meaning • Active nurturing of past from disappearing, to keep it tangible and present, so that in one s life relationships • A desire to among those who come later can touch it and connect to it. The con- Revenue individuals nection is physical. It is only through this material link that make a difference, • Membership Dues and between other connections, both intellectual and spiritual, can be made. individuals to leave a • Major Gifts Our time on this planet is short, part of a continuum legacy and the of human lives stretching back nearly 200,000 years, and • Legacy Gifts institution forward for who knows how long. What will be our mark? What will be our legacy? Such questions occur late in life. The tangible nature of historic sites offers a unique opportunity to leave a mark. Through intimate attachment to a Facilitators, Not Interpreters physical site one can make a real connection between one’s Recently, a colleague who works in a history museum told us heritage and one’s legacy. By caring for the site, what one this story. Years ago, she and her father visited the old Arts and has inherited is passed on to others. Industries Building at the Smithsonian. The displays of indus- Historic properties have a special role to play over the trial equipment and machinery were not her favorite exhibits, next twenty years. Not only can they give retiring boomers but her father, a retired machinist, was enthralled. In front of a

12 s U M M e r 2 0 0 7 o L D M o d e l N e w M o d e l

Provide intellectual and logistical support so that they can organize activities Organize activities for others. for themselves and others.

Practice peer learning: they learn from you, you learn from them. Be the expert. Teach them what you know. You are knowledgeable enough so that you can help them continue to learn on their own.

Control what others do. Set limits on what they are Trust them. Set professional standards and educate them. allowed to do. Then trust that they care enough to do no harm.

Decide what they will do. Direct their activities. Facilitate their discussions and decisions.

Create a membership program so that the organization supports the Create membership and volunteer programs so that members, who in turn become committed and support the site through their they support the organization. work, their dues, and their donations.

Consider yourself the leader in charge of the activity. Consider yourself a peer leading quietly through support and facilitation.

Consider the site as their site as well as yours, that together you take Consider the site as your site and they are visitors. responsibility for it.

Think and act in terms of we and they. Think and act in terms of us. You are peers pursuing common interests. display of pumps he began to talk about his life as a mechanic tives, and then lead them to resources that may expand on a ship. Soon visitors nearby began to listen to his story. and deepen their understanding. The facilitator must be a After a while one of them began to cry. It turned out that her lifelong learner whose own enthusiasm for new information parents had immigrated to this country on that very ship. and insight inspires others to learn more. Who is the interpreter of history in this incident? What is the meaning of the objects on display? Who determines Children and Families what is relevant? The inertia of moderately successful education programs For years, the people who run historic properties have for families and children may prevent some organizations seen themselves as interpreters of the past. They have done from fully embracing the new business model. Educators research, selected artifacts, arranged rooms, and given tours will worry about abandoning this traditional, albeit dwin- in order to inform the lay public about the history of a par- dling, audience. They are likely to see the issue in terms ticular place, family, or time. Some have given brilliant tours of mission. Even though this audience has abandoned the that are highly engaging and informative. More often, the historic site, and not the other way around, some employees tours have been simply adequate, providing visitors with a will feel that the mission compels the organization to serve satisfying but unremarkable experience. children and families. In the future this approach will not work. People who af- While many historic sites have experienced a decline in filiate with a site will already be knowledgeable. Their desire admissions, attendance at children’s museums has increased will be to deepen what they know. They will be impatient steadily over the past two decades. The leaders of historic with guides who have only a cursory knowledge of the topic. sites have, of course, been aware of this and have adopted They will want to discover new information, explore dif- some of the interactive and participatory techniques used ferent interpretations, and share their own knowledge and by children’s museums in an effort to attract more families. opinions. A gathering of such a group in an historic house Still, their numbers are declining. will not be one in which an interpreter tells about the place. One historical organization that has bucked the trend, the Rather, it will be a group discussion, facilitated by someone Strong National Museum of Play in Rochester, New York, who can draw out different perspectives, encourage new has done so by fully embracing the children’s museum mod- questions, and generate fresh understanding. el. Since the mid 1990s, the Strong has functioned as a chil- This new role will require a different set of skills. Instead dren’s museum on the first floor and a somewhat traditional of historical interpreters, we will need historical facilitators. history museum on the second. Recently, the leaders there Facilitation requires the ability to ask questions that lead to have begun to reconcile the dichotomy by interpreting the new insights. It calls for someone who can draw others into history of play. No other historical organization has followed a dialogue in which everyone’s knowledge is valued. The the Strong into the world of children’s museums. And none facilitator must understand the different interpretations of has had anything close to its growth in attendance, from a topic, engage people in consideration of multiple perspec- 130,000 visitors in 1991 to a projected 525,000 in 2007.

h i s t ory n e ws 13 One of the key elements of the children’s museum model The Role of the Board is that children and accompanying adults are not seen as visi- Under the new model, the governing board will retain tors so much as users. Children come to play and learn, and its fiduciary responsibilities. It will ensure that the organi- many come back again and again. In effect, they are mem- zation’s resources are effectively and ethically managed and bers who use the museum as a resource for developing and used to further the mission. However, the composition of expanding skills and knowledge. Few people would say the the board is likely to change, reflecting the new constitu- same about an historic site. ency of affinity groups. Boards will recruit new members It is time to face the reality that children today have many from the groups, since that is where they will find individu- opportunities to learn and that historic sites are low on the als who are most interested in and committed to the success list. Television, the Internet, video games, and organized of the organization. after school and weekend activities take up most of their The board will have to approve policies that govern the leisure time. In school they focus on testing, with few oppor- new organizational structure. While the staff’s role will be tunities for field trips. to support the affinity groups with resources, expertise, and The new model for historic properties does not preclude facilitation, the board will have a role in establishing policies children and families; people of all ages may join affinity that define the relationships among and between the groups groups. The determinant will be interest, not stage in life. and the organization as a whole. One can easily envision a collector’s group where young and The board’s role in fundraising may become easier under old sit together to compare what they have and share what the new model, since the identification of potential donors they know. Indeed, this offers a great opportunity for men- can mesh with the membership program. Currently, board toring and learning across generations. members are asked to use their networks to identify people It will be important to project a strong welcome to all who could be approached to support the organization. Often people, offering everyone an opportunity to pursue an in- these individuals have no connection to the organization oth- terest. Membership must be open to all, and all must feel er than through the board member. The new affinity groups welcome, regardless of wealth, social standing, or any other will offer fresh avenues to identify prospective supporters. characteristic. There is a tendency for groups to become Among the hundreds of group members, some are likely to insular, and in setting up the overarching membership struc- have the financial means to make significant gifts. If board ture and structure of individual groups, historic sites must members are members of affinity groups, they can easily play take this into account. an active role in identifying and cultivating donors. They

14 S UMM e r 2 0 0 7 can also encourage their other acquaintances to join a group, thereby broadening the base of potential support.

Mind, Body, and Spirit Historical organizations will have to support a rich array of activities for their affinity groups. Beyond the intellectual pursuits, affinity group members will organize social Play of Museum National Strong events featuring food and fun. A physical dimension will also be vital, including labor, exercise, and play. Travel will probably be important as well. An institution would do well to have resources and a network so that groups can visit their counterparts at other historic sites. A network of affinity groups at historic sites could potentially evolve, making it easy for individual members to connect with others with similar interests as they travel the country. The greatest value will come from a site’s spiritual dimension. Members should have special times when they can be alone or in small groups to appreciate the meaning and spirit of the place. It is this quality of historic properties that sets them apart from other organizations that may also attract affinity groups. While one might join a group anywhere, participation in one at an historic site will have special appeal for people who value beauty, nature, heritage, a connection to place, and a deeper meaning in life. The Strong National Museum of Play A Call to Action Now is the time for leaders of historic properties to The Strong National Museum of Play in Rochester, NY, has bucked the challenge their staffs and boards. They must abandon the trend of declining museum attendance. After embracing the children s assumptions of the old model and begin to test the waters museum model, the Strong has seen attendance grow from 130,000 in of the new. Success will not come overnight. But if they 1991 to a projected 525,000 in 2007. do not initiate changes, it may be too late to reverse the decline. Specifically, leaders should: • Replace the number of visitors with the number of alone or in small groups, with time to reflect, sense the beauty, members as the key indicator of success in achieving the and feel the presence of the past. Invite participants to share mission. Start treating membership as a strategic rather their feelings and to become a part of your organization. than administrative function. Hire the right kind of membership director, someone who understands the process of A Golden Age building relationships.13 In our work with museums and historic properties, which • Start exploring, experimenting, and testing ways to sup- largely consists of strategic planning, development plan- port and share authority with affinity groups. For example, ning, interpretive planning, and organizational coaching, the Brooklyn Historical Society has opened one of its gal- we, the authors, often find ourselves addressing both chronic leries to community groups to produce their own exhibits. and acute financial challenges. Many institutions have gone This is a first step in inclusion, building relationships, and through years of red ink, eviscerated their reserves, and learning how to support rather than direct others. downsized staff. Even institutions with large endowments • Select an existing group of volunteers, such as those have faced layoffs and cash restrictions. More often than not, who tend the gardens, and discuss with them the possibility immediate financial concerns prevent the thoughtful imple- of a new structure and relationship, whereby they become mentation of plans for the future. an affinity group as a part of the membership program. Such financial crises can get you down. It’s hard to be op- Examine the pros and cons and run a pilot program to timistic about the future. Yet, we are optimistic because we learn what works. Recognize that this will require a change understand that the problem is structural and reflects neither in roles and behavior, but that in the long run it promises the inherent value of historic sites nor the competency of great benefit to all concerned. those who lead them. We believe that historic properties will • Start a major gift/planned giving program to cultivate thrive over the next twenty years if they respond to changing your members and turn them into donors. Educate all board external realities. and staff regarding their roles in identifying individuals, be- Now is the time to begin the shift. The historic proper- ing advocates, and nurturing relationships. Initiate a donor- ties that do so successfully will create a revered place in their centered, integrated development process. communities and contribute more than ever to the happiness • Produce more opportunities for people to experience the and well-being of their fellow citizens. t spiritual dimension of your site. Offer times when they can be 1 “Homes Sell, and History Goes Private,” New York Times, 31 December 2006.

h i s t ory n e ws 15 2 Will Phillips, The “S” Curve: Causality and Viscosity – Concepts for Understanding model can be helpful by making it easy for an organization to demonstrate active Your Organization, www.qm2.org; Internet. community participation. The key point is that a true major gifts cultivation pro- 3 Many of our thoughts about a new business model parallel those of John H. gram is crucial to future financial success. Falk and Beverly K. Sheppard in Thriving in the Knowledge Age: New Business Models 12 Daniel H. Pink, A Whole New Mind: Moving from the Information Age to the for Museums and Other Cultural Institutions (Lanham, MD: AltaMira Press, 2006). Conceptual Age (New York: Riverhead Books, 2005), 207-222. Pink identifies the 4 Quoted in “Retirees Take It Slow Amid the Fast Food,” Baltimore Sun, 7 search for meaning as a key characteristic of American culture in the next half century. February 2007. 13 The membership program in a health club is a strategic function at the top of 5 Malcolm Gladwell, The Tipping Point (Boston: Little, Brown, and Company, management’s agenda. Selling memberships and serving and renewing members 2000, 2002), Chapter 5. are activities that drive the finances. The health club industry has studied membership extensively. If you want to increase revenue from membership, you can 6 Ralph Blumenthal, “Unfilled City Manager Positions Hint at Future learn a lot from health clubs. Qm2 has a management briefing, “Growing Revenue Government Gap,” New York Times, 11 January 2007. from Membership Programs,” which is available from the authors. 7 For more on these trends, see John Durel, “Museum Work Is Changing” in History News, Summer 2002. 8 Ori Brafman and Rod A. Beckstrom describe open organizations in The John Durel has a Ph.D. in American History from the University Starfish and the Spider(New York: Portfolio, 2006). of New Hampshire and has worked in and consulted with his- 9 Bo Burlingham, Small Giants: Companies That Choose to Be Great Instead of Big toric sites and museums since the 1970s. Anita Nowery Durel (New York, Portfolio, 2005). 10 Giving USA Foundation – AAFRC Trust for Philanthropy/Giving USA 2004. is a Certified Fund Raising Executive with more than thirty 11 We are not suggesting that individual giving will totally replace support from years experience in the nonprofit sector. Together they work as government, foundations, and corporations. Indeed, family and private founda- Durel Consulting Partners, affiliated with the Qm2 community tions have grown significantly in the past few years. Many wealthy individuals are choosing this means to support the causes that interest them. As with individual of consultants. They can be reached at [email protected] and donors, foundations and corporations have to be cultivated. The new business [email protected].

v The American Association for State and Local History Acknowledges and appreciates these Institutional Partners and Patrons for their extraordinary support

Institutional Partners and Patron Members pay membership dues of $1,000 or more for organizations and $250 or more for individuals.

Institutional The History Channel Montana Historical Society Tennessee State Museum Partners N e w Y o r k , n y h e l e n a , mt n A S h v i ll e , T N Idaho State Historical Society National Heritage Museum Virginia Historical Society Arizona Historical Society B o i s e , I D L e x i n gt o n , ma R i c h m o n d , V A T u cs o n , A Z Illinois State Museum National Museum Wisconsin Historical Society Arizona State Capitol Museum s p r i n gf i e ld , i L of American History M ad i s o n , w i P h o e n i x , A Z w A S h i n gt o n , D C Indiana Historical Society Atlanta History Center I n d i a n a p o l i s , i n Nebraska State Historical Society Patron Members A tla n ta , G A L i n c o l n , n e Indiana State Museum Mr. Ellsworth H. Brown Belle Meade Plantation I n d i a n a p o l i s , i n North Carolina Division of mad i s o n , w i n A S h v i ll e , T N Archives & History Japanese American Ms. Virginia Margaret Carnes r A L e i g h , N C Billings Farm & Museum National Museum M o u n t K i sc o , n y W o o dst o c k , V T L o s A n g e l e s , C A Ohio Historical Society Ms. Lori Gundlach C o l u mb u s , o h Cincinnati Museum Center Kansas State F a i r v i e w p A r k , o h C i n c i n n at i , o h Historical Society, Inc. Old Sturbridge Village Ms. Leslie Starr Hart Colonial Williamsburg T o p e k a , K S S t u r b r i dg e , M A F r e d e r i c k sb u r g , T X Foundation Kentucky Historical Society Pennsylvania Historical W i ll i amsb u r g , V A Mr. Eric N. Johnson F r a n k f o r t , k y & Museum Commission F u lt o n , I L h A r r i sb u r g , P A Colorado Historical Society Louisiana State Museum D e n v e r , C O Ms. Katherine Kane N e w O r l e a n s , L A Sen. John Heinz Pennsylvania h A r tf o r d , C T Regional History Center Conner Prairie Maryland Historical Society F i s h e r s , i n P i ttsb u r g h , P A Ms. Kathleen Stiso Mullins B alt i m o r e , md L afa y e tt e , i n The Sixth Floor Museum Delaware Public Archives Massachusetts Historical Society D allas , T X Mr. John Robinson, III D o v e r , D E b o st o n , ma S t . L o u i s , M O State Historical Society of Iowa Hagley Museum and Library Michigan Historical Center W i lm i n gt o n , D E d e s m o i n e s , i a Mr. George L. Vogt L a n s i n g , M I p o r tla n d , o r Strawbery Banke Museum The Hermitage, Minnesota Historical Society p o r tsm o u t h , n h Home of President S t . p A u l , M N Andrew Jackson Strong National Museum of Play Missouri Historical Society H e r m i tag e , T N R o c h e st e r , n y S t . L o u i s , M O

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